Archives
-
Next week only: Sumo Logic DevSecOps live demo series
Sumo Logic
You need a single-source, cloud-native solution for all your DevSecOps needs. Well, we’ve got good news: Sumo Logic can do that. We cordially invite you to our Live Demo Series where you can see how Sumo Logic optimises all your cloud environments for security, monitoring, analytics, software development and more.
Cloud Security Monitoring and Analytics, March 22nd at 12pm AEDT Learn how to: - Analyse risk through through context awareness of firewall, CDN, and database data
- Enforce security configurations and monitor for any drifts across your cloud environments
- Detect anomalies with machine learning on the cloud
- Identify threats in real time
- Respond to security incidents quickly
Register Cloud SIEM, March 23rd at 12pm AEDT Learn how to: - Automate alert triage and turn security alerts into actionable insights
- Use correlation-based threat detection
- Enable network, user, and entity context for threat investigations
- Navigate a highly-tuned security interface built by analysts FOR analysts
Register Application Observability, March 24th at 12pm AEDT Learn how to: - Leverage out of the box tools to manage your microservices stack
- Use transaction tracing to diagnose issues in distributed microservices code
- Surface insights to determining proper provisioning levels
- Unlock advanced analytics to troubleshoot modern applications quickly
Register Software Development Optimization, March 25th at 12pm AEDT Learn how to: - Automate setup via Terraform for out of the box integrations across multiple software development tools (like Jira, GitHub, Jenkins, Bitbucket, PagerDuty, and OpsGenie)
- Benchmark performance against industry-leading DevOps and Research Assessment (DORA) metrics
- Use real-time insights to drive continuous optimisation of software development and delivery across the entire CI/CD pipeline
Register Cloud SOAR, March 29th at 12pm AEDT
Learn how to:
- Accelerate visibility across the IT and security environment
- Respond to incidents at a machine-scale level
- Orchestrate disparate tools across the IT and security environment
- Implement automated and recommended SecOps workflows
- Cancel out the noise via progressive automation
Register We look forward to you joining us for live demos with product experts. Feel free to let us know if you have any questions ahead of time.
Sumo Logic
I'm not interested in this series.
Sumo Logic, Level 9, 64 York Street, Sydney, NSW 2000
© 2022 Sumo Logic, All rights reserved.Unsubscribe 
by "Sumo Logic" <marketing-info@sumologic.com> - 06:00 - 13 Mar 2022 -
The week in charts
the Daily read
Share this email 
ALL THE WEEK’S DATA THAT'S FIT TO VISUALIZE 
Our Charting the path to the next normal series offers a daily chart that helps explain a changing world—during the pandemic and beyond. In case you missed them, this week’s graphics explored why nurses are ready to resign, what’s shaping the purchasing decisions of inclusive consumers, the state of education inequities, the behavioral health needs of New York City’s racial and ethnic minorities, and aging water systems in the US. FEATURED CHART I quit 
See more
This week’s other select charts Socially conscious shoppers The growing education gap New York state of mind Pipe dreams no more
Follow our thinking
Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too.
Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Week in Charts newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:17 - 12 Mar 2022 -
Cómo lideran los mejores CEOs
McKinsey&Company
Comparte este email Destacados mensuales, Marzo de 2022 Cuando usted es el capitán de un barco, tanto la nave como el viaje descansan sobre sus hombros, ya sea que las aguas estén tranquilas o agitadas. Lo mismo ocurre con los CEOs e, invariablemente, una crisis exigirá corregir el rumbo, recuperarse y aprender. Este mes, nuestro artículo destacado ofrece lecciones de liderazgo de 67 CEOs de algunas de las empresas más exitosas del mundo y expone los rasgos de carácter compartidos que permiten a los mejores líderes sortear las inevitables tormentas. Otros temas destacados en el número de este mes son: - El necesario cambio de las medidas defensivas y los objetivos a corto plazo para un programa de crecimiento sostenible e inclusivo
- Las lecciones que los líderes pueden tomar de la pandemia de los últimos años para obtener más éxito en 2022
- El potencial de la FemTech para ayudar a adecuar mejor los recursos, el talento y el capital a las necesidades sanitarias insatisfechas de las mujeres
- La manera en que las empresas B2B pueden cambiar su participación de forma significativa a través de una mayor orquestación, integración y personalización
La selección de nuestros editores 
Lecciones de liderazgo de los mejores CEOs del mundo Los autores del nuevo libro CEO Excellence, que han entrevistado a docenas de los mejores directores generales, comparten sus encuentros e historias más memorables. Conozca la primicia 
LOS DESTACADOS DE ESTE MES 
Tres claves para una recuperación pospandémica resiliente El camino hacia un crecimiento sostenible e inclusivo pasa por desarrollar la resiliencia ahora. Mire al futuro 
De ida y vuelta: El impacto de la COVID-19 en las empresas en 2021 y en la actualidad La pandemia de años persiste. ¿Cómo pueden seguir adaptándose las empresas? Piense más allá 
Los albores de la revolución FemTech A medida que se aceleran las oportunidades en el ámbito de la salud de las mujeres, la FemTech está ayudando a adaptar el capital y el talento a las necesidades insatisfechas, con resultados iniciales prometedores. Abra nuevos caminos 
La nueva ecuación de crecimiento B2B Los clientes quieren una experiencia omnicanal, personalizada y siempre activa. Los mejores vendedores del mundo se las están dando. Cambie su participación de manera significativa 
Para mejorar su cadena de suministro, modernice la TI de su cadena de suministro Los problemas de distribución global y las cadenas de suministro cada vez más complejas están obligando a las empresas a modernizar las herramientas que utilizan para prever la demanda y planificar cómo satisfacerla. Siga el ritmo de los tiempos 
Crear valor, encontrar el enfoque: Informe Global de Seguros 2022 El sector de seguros lucha por crear beneficios económicos. Pero en medio de los cambios duraderos causados por la COVID-19, aguardan oportunidades. Descargue el informe Esperamos que disfrute de los artículos en español que seleccionamos este mes y lo invitamos a explorar también los siguientes artículos en inglés. SPECIAL FEATURES 
McKinsey for Kids This interactive series tells stories about our work to help you understand what McKinsey does and why it matters, whether you’re 16 or 64. Get smart 
The Next Normal Leading executives and McKinsey experts conjure the future, one industry at a time. Explore all editions 
McKinsey on Books Explore this month’s best-selling business books, prepared exclusive by NPD BookScan. See the lists 
My Rookie Moment McKinsey senior colleagues share their formative early-career experiences to help you navigate yours. Watch episode 6 
McKinsey Classics Scenario planning can broaden the mind but can fall prey to the mind’s inner workings. Learn how to control them with “Overcoming obstacles to effective scenario planning.” Rewind Readers & Leaders Read a sample of Readers & Leaders and sign up for it or any of our more than 40 free email subscriptions. Subscribe — Curated by Eleni Kostopoulos, a digital publishing manager in McKinsey’s New York office Follow our thinking McKinsey Insights - Get our latest
thinking on your iPhone, iPad, or Android
Comparta estas ideas ¿Disfrutaste este boletín? Reenvíelo a colegas y amigos para que ellos también puedan suscribirse.
¿Se le remitió este articulo? Regístrese y pruebe nuestras más de 40 suscripciones gratuitas por correo electrónico aquí.Este correo electrónico contiene información sobre la investigación , los conocimientos, los servicios o los eventos de McKinsey. Al abrir nuestros correos electrónicos o hacer clic en los enlaces, acepta nuestro uso de cookies y tecnología de seguimiento web. Para obtener más información sobre cómo usamos y protegemos su información, consulte nuestra política de privacidad. Recibió este correo electrónico porque es un miembro registrado de nuestro boletín informativo Destacados. Manejar suscripciones | Cancelar Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "Destacados de McKinsey" <publishing@email.mckinsey.com> - 08:24 - 12 Mar 2022 -
It's been 2 years since COVID-19 was declared a global pandemic; here's what matters now
the Daily read
Share this email
AN ARTICLE A DAY, PICKED BY OUR EDITORS
Where were you two years ago at this time? While it may have begun like any other day, March 11, 2020, is now a grim milestone: it's when the World Health Organization declared COVID-19 a global pandemic. In the words of Moderna CEO Stéphane Bancel, "One of the hardest things to deal with in this type of crisis is being able to go the distance." So, how's the world doing—and what comes next? A special feature takes stock of the pandemic's effects on business and society, plus where we're going as the transition toward endemicity continues. Don't miss it. — Torea Frey, managing editor, Seattle 
COVID-19: Where we've been, where we are, and where we're going It’s been two years since COVID-19 was declared a global pandemic. Here’s a look back—and a lens on what’s next. Explore the collection 
Quote of the Day "By failing to promote and retain women in technical roles who are in the early stages of their careers, companies end up preparing fewer women for senior roles. This affects women’s lives and livelihoods and could create negative financial and cultural consequences for companies, since companies where women are well represented at the top earn up to 50 percent higher profits and share performance." —Learn about the gender gap for women in technical roles and what companies can do about it in “Repairing the broken rung on the career ladder for women in technical roles”
Chart of the Day 
See today's chart
Also New 
Ten lessons from the first two years of COVID-19 On the second anniversary of the pandemic, we take stock. Look back
Women in insurance: Leading voices on trends affecting insurers As part of our celebration of International Women’s Day 2022, female McKinsey partners offer insights into the latest in insurance: new technologies, new services, and new customers. Their expertise covers all relevant topics, functions, and lines of business. Browse the posts
Author Talks: Forge your power Deepa Purushothaman pays homage to the women of color who cracked open corporate America and prepares the next generation to take their turn. Forge your power
Follow our thinking
Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too.
Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:49 - 11 Mar 2022 -
Adding Your First Employee to Remote
Hi MD,Hope your talent search is going well!Now that you have an account with Remote, you'll easily be able to hire talent globally, even in countries where you don't have entities set-up. Have you already found your next remote hire?If you have found the right candidate, it's really easy to kickoff the onboarding process. Simply follow these instructions on how to add a team member.I'd be happy to walk you through this guide if you'd like. Would that be helpful?Thanks,Neha|Neha GuptaGlobal Employment AdvisorIf you'd like me to stop sending you emails, please click here
by "Neha Gupta" <neha@remote.com> - 11:30 - 11 Mar 2022-
Re: Adding Your First Employee to Remote
Hi MD-I’ve been trying to reach you regarding the account you set-up with Remote, but I haven’t heard back. Are you still interested in exploring how to use the Remote platform for your remote employment needs?If you need help getting started or have questions, I'd be happy to set-up a short call with one of our global employment advisors.What’s the best way to support you at this time?Best,Neha|Neha GuptaGlobal Employment AdvisorIf you'd like me to stop sending you emails, please click hereOn Fri, Mar 11, 2022 at 4:30 pm, Neha Gupta wrote:Hi MD,Hope your talent search is going well!Now that you have an account with Remote, you'll easily be able to hire talent globally, even in countries where you don't have entities set-up. Have you already found your next remote hire?If you have found the right candidate, it's really easy to kickoff the onboarding process. Simply follow these instructions on how to add a team member.I'd be happy to walk you through this guide if you'd like. Would that be helpful?Thanks,Neha|Neha GuptaGlobal Employment AdvisorIf you'd like me to stop sending you emails, please click here
by "Neha Gupta" <neha@remote.com> - 12:30 - 15 Mar 2022
-
-
A giant leap into outer space for governments and companies
McKinsey&Company
Soaring satellites The news • New weather satellite. From more than 22,000 miles above Earth, a new US weather satellite will beam back the most detailed images available of the planet’s Western Hemisphere, improving weather forecasting. The satellite’s advanced capabilities allow it to track and monitor tropical storms, hurricanes, wildfires, and other extreme events. It can also trace the path of lightning in real time. The satellite and its predecessor, which was launched in 2016, will together end up exploring over half of the Earth. [CNN] • Europe’s space plan. Europe has unveiled a $6.8 billion satellite communications plan, as it looks to become less reliant on foreign companies and ensure the security of its communications systems and surveillance data. The plan is to construct a connectivity system in space to provide protection against threats such as cyberattacks and make the region’s electronic communications infrastructure more resilient. [Reuters] “Some estimates suggest that the cost of inaccurate weather predictions is in the $2 trillion to $4 trillion range. That number will increase because of climate change.” Our insights • Tracking locusts. Satellites provide visual imagery and data that help industries around the globe, says Peter Platzer, CEO of Spire Global, a data and analytics company that operates more than 100 satellites. “A couple of years ago, a huge locust swarm was destroying crops in Africa. By combining our data with other information, such as rainfall levels, we could not just track but predict where the swarm would go,” explains Platzer. Governments also use data collected by “listening satellites”—which employ radio frequencies to observe the Earth—to develop increasingly accurate weather prediction models. • Less costly launches. In the past five to ten years, there’s been an explosion in the number of companies—especially start-ups—launching space-based applications, says Platzer. That’s largely because it’s now easier and cheaper to launch a satellite. For instance, launch costs for large structures are about half of what they used to be, he adds. Check out the full interview for what the future of space holds—and what it takes to succeed in an increasingly competitive space ecosystem. — Edited by Arshiya Khullar Look up Was this forwarded to you? Sign up here. Or send us feedback — we’d love to hear from you. Follow our thinking This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey On Point" <publishing@email.mckinsey.com> - 02:54 - 11 Mar 2022 -
Three years, seven attributes: The data-driven enterprise in 2025
The Shortlist
Share this email
Our best ideas, quick and curated | March 4, 2022 View in browser
This week, we look at how the definition of “data driven” will change for companies by 2025. Plus, two experts on why the social contract needs to change, and a McKinsey partner on how US manufacturing can become more dynamic, and why it matters so much. What will the data-driven organization look like in three years? It’s a good bet that by 2025 smart workflows and seamless interactions among people and machines will be standard, and that most employees will use data to optimize nearly every aspect of their work. McKinsey put together a guide to seven characteristics that will define the data-driven enterprise, the capabilities they will enable, and how to embed them in your organization. Data assets as products. Today, an organization’s data function, if one exists outside of IT, manages data using top-down standards, rules, and controls. Data sets are stored across sprawling, siloed, and often costly environments, making it hard for users to find and assess. By 2025, one of the characteristics of a data-driven culture will be that data assets are organized and supported as products, regardless of whether they’re used by internal teams or external customers. These data products continuously evolve to meet the needs of consumers, leveraging DataOps (DevOps for data), and continuous integration and delivery processes and tools. The chief data officer drives value. CDOs and their teams function as a cost center responsible for developing and tracking compliance with policies, standards, and procedures to manage data and ensure its quality. By 2025, they will operate as a business unit with profit-and-loss responsibilities. This unit will be responsible for developing a holistic enterprise data strategy (and embedding it as part of a business strategy) and creating new sources of revenue by monetizing data services and data sharing. Everyday applications include healthcare CDOs working in partnership with business units to deliver new subscription-based services for patients, payers, and providers. Bank CDOs could commercialize internal data-oriented services, such as fraud monitoring and anti-money-laundering services, on behalf of government agencies and other partners. Data-ecosystem memberships are the norm. While data-sharing arrangements with external partners and competitors are increasing, they’re still uncommon. By 2025, large, complex organizations will use data-sharing platforms to collaborate on projects, both within and between organizations. Data marketplaces enable the exchange, sharing, and supplementation of data, ultimately empowering companies to build unique and proprietary data products and gain insights from them. For example, manufacturers could share data with partners and peers through open manufacturing platforms to build a more holistic view of global supply chains. It’s a short jump in years to 2025, and organizations should act now to make it an equally short leap in data-driven capabilities. New forms of data are giving organizations unprecedented speed and transparency. In “Five insights about harnessing data and AI from leaders at the frontier,” four CEOs describe what goes into turning our world of data into a data-driven world.
OFF THE CHARTS The talent within In a recent McKinsey survey, more than 50 percent of executives said the best way to address capability gaps was to develop the skills of their existing workforce, a higher percentage than those who cited hiring new workers, redeploying talent, or using contract workers. Check out our chart of the day here.
PODCAST It’s time to draw up a new social contract “Our social contract is broken, and that is at the heart of why our politics is so divided and so many citizens around the world are disappointed and frustrated,” said Baroness Minouche Shafik, the director of the London School of Economics and Political Science. In this Forward Thinking podcast from the McKinsey Global Institute, she and fellow guest Andrew Sheng, distinguished fellow at the Asia Global Institute at the University of Hong Kong, discuss how the pandemic exposed the deep vulnerabilities many people around the globe face, and how they hope it will lead governments, companies, and other stakeholders to address these gaps.
MORE ON MCKINSEY.COM Creating value, finding focus: Global Insurance Report 2022 | Where should insurers be active—regarding geography, lines of business, and position in the value chain—to renew value creation and themselves? Leadership teams need to capitalize on nine value levers. M&A and Asia: Learning from the best | Mergers-and-acquisitions activity—both in number and size of deals—is climbing sharply. Here’s how Asian companies can use the lessons of the world’s most effective acquirers to boost their odds of a successful deal. Five agility myths in energy and heavy industries | We explore five misconceptions associated with agility in these two sectors and look into how agility can drive value while addressing vital financial, operational, occupational, and environmental imperatives.
THREE QUESTIONS FOR Asutosh Padhi Asutosh Padhi, McKinsey’s managing partner for North America, helps companies with strategies related to technology and innovation, large-scale operating model redesign, and radical performance transformation. The decline of US manufacturing has hurt the country’s global competitiveness and contributed to rising inequality. How can its revitalization contribute to sustainable and inclusive growth? Long before COVID-19 came to dominate our lexicon and our lives, the United States’ growth model was showing signs of strain. With years of uneven growth across sectors and geographies, some industries have flourished while others have faltered. Major hubs have boomed, but countless smaller communities have fallen through the cracks. The labor market has become increasingly polarized, with the number of people in high- and low-wage jobs growing, while the number of people in middle-wage jobs has declined. These forces have stoked inequality, and the pandemic has served only to exacerbate this trend. Revitalizing US manufacturing—an industry that was once the beating heart of the country’s economy—could be fundamental to resolving these inequities while driving sustainable, inclusive growth. Despite its outsize contribution to the economy, manufacturing has not enjoyed the same prosperity as other sectors in recent years. While it has grown in absolute terms, its relative global share has dropped to 17 percent, from 25 percent, in the past two decades. Research from the McKinsey Global Institute found that restoring growth and competitiveness in 16 key manufacturing industries could boost annual GDP by more than 15 percent. Strengthening the sector could also address the pervasive supply chain issues wreaking havoc all over the world, easing short-term disruption caused by the pandemic while improving global competitiveness in the mid- to long term. How can manufacturing become more dynamic? The industry is undergoing seismic shifts toward a digital, automated, advanced, and sustainable future, but many smaller companies lack the tools they need to keep up. Private- and public-sector leaders can play a role in modernizing smaller manufacturing operations by offering financial programs and targeted business accelerators. There are a record number of open jobs in US manufacturing today. In October last year, that figure topped one million—the highest on record and more than the entire population of San Francisco. Attracting new talent will require strengthening the industry’s reputation among workers. To this end, companies should engage with schools and communities through university partnerships and trade school funding, which can help draw young people to viable jobs with opportunities for career progression. What can leaders in manufacturing do to shore up the industry? Leaders must focus their collective energy on three actions: urging investors and capital markets to turn their attention to manufacturing; enticing new talent and training the workforce for tomorrow’s jobs; and updating and digitizing the US manufacturing infrastructure. Renewing capital stock could help the industry realize its full potential and get billions of dollars of investment flowing. This would not only serve to modernize and digitize manufacturing infrastructure but also trigger a a virtuous cycle of increased economic activity in communities across the country. Reviving manufacturing could also add up to 1.5 million jobs, particularly among middle-skill workers, helping to tackle place-based inequalities, recalibrate the US labor market, and bolster the middle class. — Edited by Barbara Tierney Share this Q&A
BACKTALK Have feedback or other ideas? We’d love to hear from you. Tell us what you think
Follow our thinking
Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too.
Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Shortlist newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Shortlist" <publishing@email.mckinsey.com> - 02:26 - 11 Mar 2022 -
Why your boss may indeed be a psychopath
the Daily read
Share this email
AN ARTICLE A DAY, PICKED BY OUR EDITORS
Ever wondered if your boss is a psychopath? You’re not alone. But if it’s true that “bad, abusive people are disproportionately likely to seek power, disproportionately good at getting it, and likely to become worse once they wield it,” then what’s the solution? That is the loaded question Brian Klaas explores in his new book, Corruptible: Who Gets Power and How It Changes Us. In a new Author Talks interview, Klaas lends his insight on how companies can rethink traditional approaches and shift mindsets to get better leaders at the helm. Be sure to check it out. — Emily Adeyanju, digital editor, New York 
Author Talks: Why your boss may indeed be a psychopath Brian Klaas, who spoke to some of the world’s most corrupt people, says we need to rethink the way we select our leaders. Be incorruptible
Quote of the Day “The overriding mindset, the kind of cut-through thinking of these 67 CEOs was all about doing what only I can do... It's whittling down the world of every limitless plate of things they could be doing into the things that they can uniquely add value.” —Carolyn Dewar, McKinsey senior partner and coauthor of forthcoming McKinsey book CEO Excellence, on how excellent CEOs ensure they are effective
Chart of the Day 
See today's chart
Also New 
What technology trends will—and should—lead business agendas in 2022? We asked leaders in industry, academia, and at McKinsey to share their perspectives on the technology trends likely to headline business agendas this year, the ones that could—but shouldn’t—slip through the cracks, and what executives should think about when considering new technologies. Here is what they told us. Look to the future
Repairing the broken rung on the career ladder for women in technical roles Women in technical roles are less likely than men to win promotions early in their careers, and many are exiting the field. Companies can strengthen workforces and boost performance by reversing this trend. End inequality
Government transformation in times of great change Federal agencies are setting ambitious goals. What do agency leaders need to know about planning and directing successful transformations? Understand uncertain times
Follow our thinking
Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too.
Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:24 - 10 Mar 2022 -
NEW: Calculate the cost of employment for any international employee!
NEW: Calculate the cost of employment for any international employee!
Hi MD,
We are thrilled to announce our newest feature on the Remote platform: the Total Cost of Employment Calculator! 🎉
Have you ever wondered how much it really costs to hire an employee in a new country? You’re not alone.
Global employment and tax laws are confusing and constantly changing, and the nuances involved are not always accounted for in many online tools. This can make it hard to budget for new hires or know the best countries to hire in.
But with the Total Cost of Employment Calculator, you can access Remote's global hiring expertise at your fingertips! Our tool helps you understand the cost to hire based on the employee’s location and salary, with a specific breakdown so you know exactly what’s involved and how much to budget for. You can also compare costs across different countries to see what countries make the most sense for your expansion plans.
When you get your quote, easily export the information as a PDF to share with your team, or start onboarding your new employee right away in Remote!
We'll be continuing to work with our users on expanding the functionality in this powerful tool, with the inclusion of estimated costs of core benefits in each country coming soon.
International hiring has never been easier.
Login or sign up now to start using the Total Cost of Employment Calculator!
You received this email because you are subscribed to Marketing communications from Remote Technology, Inc.
Update your email preferences to choose the types of emails you receive.
Unsubscribe from all future emailsRemote Technology, Inc.
Copyright © 2022 Remote Technology, Inc. All rights reserved.
18 Bartol St. #1163 San Francisco California
by "Remote" <hello@remote-comms.com> - 09:07 - 10 Mar 2022 -
From salt farmer to solar technician
Intersection Subject Line
Share this email
DELIVERING ON DIVERSITY, GENDER EQUALITY, AND INCLUSION
In this issue, we look at women leading climate action and why an intersectional approach is necessary to get more women up the career ladder in tech. THE ZEITGEIST Stone-cold capture 
‘Gender equality today for a sustainable tomorrow.’ That’s the theme of International Women’s Day 2022, and the message behind it is simple: the world can’t effectively respond to climate change without the participation and leadership of women, who are bearing the brunt of its effects. One woman working on the cutting edge of climate action: Dr. Edda Sif Pind Aradóttir. Dr. Aradóttir (pictured above at a geothermal power plant) is the CEO of Carbfix, a Reykjavík-based start-up that has developed technology to pump carbon into the Icelandic basalt bedrock, where it turns into stone within just a few years. Carbon capture alone won’t solve the climate crisis—and it’s certainly not carte blanche for emissions—but McKinsey research shows that carbon capture, use, and storage is essential to getting on a 1.5°C pathway and averting the worst effects of climate change. 
Another important part of the puzzle: renewable energy, including solar and wind. Hopping continents, here’s a look at how one of India’s largest renewable-energy companies, ReNew Power, is working to advance gender equality. ReNew is working with the UN and other partners in the state of Gujarat to train 1,000 women salt farmers to become solar-panel and solar-pump technicians. (Pictured above: a woman farming salt in neighboring Rajasthan.) Vaishali Nigam Sinha, ReNew’s chief sustainability officer, says the goal is “to engage women’s interest in an industry that will grow—and enable them to become clean energy leaders in India.” THE STAT 52 women for every 100 men In technical roles across industries (think engineering and product management), for every 100 men who are promoted to manager, only 52 women are promoted. That’s according to the latest Women in the Workplace data on companies in Canada and the US. The figure has serious implications, especially considering that diversifying the tech workforce is key to tackling bias in AI and other technologies. What will it take to get more women into technical roles and up the career ladder? Research by McKinsey and Pivotal Ventures points to the importance of collecting disaggregated data (broken down by gender, race, and ethnicity) at every stage of the pathways into tech. Treating women as a monolithic group means that companies will miss critical insights about the different experiences and challenges that particular communities of women face (the digital divide, for example). Collecting disaggregated data can help companies identify drop-offs in recruitment, promotion, and retention and design interventions that fit the distinct experiences of different groups of women. Transparency and accountability are also key. Companies across industries can help ensure that they make progress toward equity by publishing intersectional data on their employees and leadership. McKinsey analysis shows that while many companies do not publicly disclose their workforce demographics, leading organizations measure a comprehensive set of metrics and share their progress with the public. A recent report by the National Academies of Sciences, Engineering, and Medicine sheds light on why it’s important for employers to take an intersectional approach to advancing gender parity in tech and to be transparent about the makeup of their workforce. In the words of Dr. Valerie Taylor of the Argonne National Laboratory, a coeditor of the report, “The term ‘women’ must reflect the experiences of all women.” The report notes that Black women account for only 3 percent of the tech workforce, Latina women 1 percent, and Indigenous women less than half a percent. Some companies are on the case. Members of the Reboot Representation coalition, for example, collect and share disaggregated data on their diversity and inclusion investments and initiatives. Here’s the latest from McKinsey and the global nonprofit Girls in Tech on how employers can ensure equitable advancement in early-career promotions—particularly that first step up to manager. — Edited by Julia Arnous, an editor in McKinsey’s Boston office
Follow our thinking
Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too.
Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Intersection newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Intersection" <publishing@email.mckinsey.com> - 01:12 - 10 Mar 2022 -
Tried a new way to shop? So have most of India’s grocery shoppers
McKinsey&Company
India’s food shoppers: App-happy The news • The ‘power of one.’ It’s boom time for India’s digital economy. Expected to reach $800 billion by 2030—up from $90 billion in 2020—the market has given rise to the “SuperApp”: a one-stop digital destination for groceries, ride hailing, banking, and more. Companies compete to win over consumers and to keep them coming back. The power of one is enticing in an era of hyperpersonalization, says a start-up adviser. [Fortune India] • Pedal to the metal. Grocery start-ups in India are promising consumers grocery deliveries within ten minutes. Two rival companies—one founded by a pair of 19-year-old college dropouts and valued at $570 million—are packing grocery orders in warehouses and dispatching bicycle riders to make deliveries. Although consumers are eager for the convenience of “quick commerce,” India’s pothole-ridden roads, where animals wander onto highways, can be dangerous. “We get five to six minutes, and I feel tense and fear for my life,” said one delivery worker. [Reuters] More than 60% of consumers in India intend to continue using online channels as an alternative to in-store shopping. Our insights • New behaviors. India’s grocery retail landscape is changing rapidly. During the COVID-19 pandemic, 93% of consumers in India tried a new shopping method, including curbside pickups and delivery apps, according to a McKinsey survey. Online grocery retailing in India could reach $10 billion to $12 billion by 2025, up from $2 billion to $3 billion in 2020. Despite this fast growth, earning a profit remains challenging for online grocers, given their high operating costs. • Eating right. India’s grocery shoppers are focusing more on health and nutrition when they buy groceries. About 70% of the respondents said they would spend more on healthy and nutritious groceries in 2021 than they did in 2020, our survey reveals. Half of these health-focused consumers said they would spend more on organic foods. See our report for more trends in consumer preferences and how brands and retailers in India can respond to ever-intensifying competition. — Edited by Belinda Yu Get the report Was this forwarded to you? Sign up here. Or send us feedback — we’d love to hear from you. Follow our thinking This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:12 - 10 Mar 2022 -
How to play the new talent game and win back workers
the Daily read
Share this email
AN ARTICLE A DAY, PICKED BY OUR EDITORS
As of December 2021, more than 4.3 million people voluntarily quit their jobs. Indeed, the effects of the Great Attrition are real, but in this most recent wave, those who are quitting their jobs are leaving to take on very different roles—or leaving the workforce entirely. And the competition for talent is different now, too. So the big question is: how can companies bring employees back—and keep them? Check out this new article to learn the new rules of the talent game. — Babi Oloko, digital editor, New York 
Gone for now, or gone for good? How to play the new talent game and win back workers Nearly half of the employees who voluntarily left the workforce during the pandemic aren’t coming back on their own. Employers must go and get them. Here’s how to start. Understand employee priorities
Quote of the Day “Companies that want people to be present and to optimize outcomes can embrace a more people-centered approach. The workplace is a company’s operating system and can be a significant differentiator” —Diane Hoskins, co-CEO of Gensler, on organizations creating human-centric workspaces in The rebirth of workspace design: An interview with Gensler co-CEO Diane Hoskins
Chart of the Day See today’s chart
Also New 
Autonomous supply chain planning for consumer goods companies To capitalize on analytics, consumer packaged goods organizations—especially in Asia—can build an integrated system with the power to oversee and control the entire supply chain from end to end. Rethink traditional processes
‘Innovation is Islamic’: An interview with Boubyan’s CEO and vice chair Adel Abdul Wahab Al-Majed describes how prioritizing performance, setting high aspirations, and bubbling up ideas throughout the organization transformed Kuwait’s Boubyan Bank into a digital leader. Learn from a leader
Developing an effective M&A blueprint for insurers The North American insurance industry needs systematic capabilities to support programmatic deal making. A good place to start is the where, why, and how of an effective M&A blueprint. Take a new approach
Follow our thinking
Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too.
Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:43 - 9 Mar 2022 -
A 20-hour workweek?
Re:think
Share this email
REIMAGINING THE WORKWEEK
#yourhalftimeismyfulltime
Bill SchaningerA lot of people are talking about the four-day workweek, but I think it’s more revealing to talk about the 20-hour workweek.
For people who want flexibility, 20 hours a week is a really manageable number. It’s particularly good for young people, who often want a solid gig but also value the side hustle that helps them find their purpose. And it’s excellent for older people who have recently retired. A huge part of their social life may well have been tied up with work. They might like to continue collaborating with peers, colleagues, and friends. And the work benefits may be better than what they’d get as retirees.
This should be a win–win. If a company could get access to loyal—not transactional—people who are excited to be at work, why wouldn’t it want that?
However, most companies don’t want to deviate from what they consider “normal”—a five-day, 40-hour workweek. (Which, by the way, is an artificial creation enshrined by laws passed more than 80 years ago.) Employers think anything else would be too complicated. But if they really examined what their talent force looks like, they’d see it’s quite complex already, full of “full-timers” with special arrangements, contractors deeply entwined with the company, freelancers who were once full-timers, and so on.
Another big convention that most employers don’t want to alter is offering benefits only to people working a standard 40-hour week. But perhaps that’s short-sighted. By lowering the bar to 20-hour weeks, they probably create a more reliable workforce, full of people who know the company and its culture and who are committed to it, because the company is helping them have a happier, more flexible life.
One outcome of the pandemic is that the employee–employer power dynamic has really shifted toward employees. Offering flexibility with benefits would go a long way to showing talent that employers are truly “invested in you.” Research clarifies that benefits are an even bigger “tie that binds” than hourly wages.
82
years ago, the Fair Labor Standards Act enshrined the 40-hour workweek
Now, 20 hours isn’t some magical number. My beef with the five-day workweek is that it’s a norm from long ago that hasn’t been adjusted to reflect the way that work has evolved. Like many proposals for four-day workweeks, it’s a mandate handed down from on high. So, maybe 25 hours is right. Maybe 30, even though that seems too high to me. The point is that affording employees this kind of flexibility would be both an honest recognition of today’s talent market and a way for companies to build lasting loyalty from employees—at a time when loyalty to corporations is at a low.
When it comes to having to go into an office every day of the week, the genie is out of the bottle. When we next hit a downturn in the economy, some employers will be tempted to think, “Now is our chance to get back to everyone in the office every day.” If that happens, you’ll see a bifurcation between those companies and more flexible firms. And I think those companies will be hurt because people no longer accept the idea that a company owns them. They think they deserve choice, and they’re not going to relinquish that easily. They’re going to get on social media and talk about their employers, and there’s going to be a cost to that.
But companies that are less entrenched in tradition and that offer workers real flexibility are going to create a workplace that’s compelling. At those companies, people will enjoy the feeling of going into the office.
I think there’s a good chance that within five years, employers offering 20-hour workweeks with benefits will become more of a norm. For the past two years-plus, employees have made their independence clearer than ever. It’s time for employers to acknowledge that reality and adjust their policies and expectations. Believe it or not, the workplace has changed from 80 years ago.
ABOUT THE AUTHOR
Bill Schaninger is a senior partner in McKinsey’s Philadelphia office.
MORE FROM THIS AUTHOR
‘Great Attrition’ or ‘Great Attraction’? The choice is yours
A record number of employees are quitting or thinking about doing so. Organizations that take the time to learn why—and act thoughtfully—will have an edge in attracting and retaining talent.
Losing from day one: Why even successful transformations fall short
Our latest transformations research confirms that success remains elusive and reliant on a holistic approach. Yet some actions are especially predictive of realizing the financial benefits at stake.
IN TWO WEEKSCarolyn Dewar on CEO Excellence
Deep new McKinsey research on CEO performance over the decades reveals that six mindsets distinguish the very best CEOs.
Follow our thinking
This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy.
You received this email because you subscribed to our McKinsey Quarterly alert list.
Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 03:25 - 9 Mar 2022 -
Remote's Fair Price Guarantee
Remote's Fair Price Guarantee
.png?width=1200&upscale=true&name=Group%201%20(6).png)
Hidden fees?
Deposit requirements?
Surprise transaction costs?
We don't believe in them.
A minimum number of hires or contract length?
Restrictive exclusivity agreements?
No way.
Whether you're bringing on your first international contractor or employee, or scaling up your global team, we have a perfect plan that can be upgraded or paused at any time. It's all part of our mission to make hiring the best international talent more accessible for businesses of any shape and size.
And don't forget our special pricing for startups, social purpose organizations, and hiring refugee talent!
Get access to the same powerful platform, HR experts, and localized legal support as big brands, at a fraction of the cost.
Book a free international hiring consultation.
You received this email because you are subscribed to Marketing communications from Remote Technology, Inc.
Update your email preferences to choose the types of emails you receive.
Unsubscribe from all future emailsRemote Technology, Inc.
Copyright © 2022 Remote Technology, Inc. All rights reserved.
18 Bartol St. #1163 San Francisco California
by "Remote" <hello@remote-comms.com> - 04:10 - 9 Mar 2022 -
Ever been hacked at home? Cybersecurity’s four big challenges in the remote-work era.
McKinsey&Company
Cybersecurity challenges The news • Zero trust. Who should you trust? In cybersecurity, the right answer increasingly appears to be “no one.” Many organizations are switching to “zero trust” security methods, which require that every user and device is verified continuously. With more data being stored in the cloud and millions of remote workers logging on from home, securing critical data is becoming even more important. The zero-trust security sector is projected to reach $51.6 billion in 2026, compared with $19.6 billion in 2020. [CNBC] • To err is human. Nearly 90% of data breaches occur when an employee makes a mistake. Cybersecurity isn’t just a problem to be relegated to IT: the whole organization must safeguard the company against cyberattacks. Boards of directors have a key role to play. Board members don’t need to become cybersecurity experts, but they should be knowledgeable about cyberthreats. At board meetings, it’s crucial to ask and answer questions about cybersecurity—including how the company detects breaches and how it plans to respond after an incident. [HBR] Organizations struggle with understanding how to measure the return or value of a dollar spent on cybersecurity, as well as how to communicate its value to stakeholders. Our insights • Visibility gaps. Cybercriminals are bombarding remote workers with an array of threats. For example, spear-phishing attacks—when hackers pose as a trusted contact to steal confidential data—have increased by nearly seven times since the start of the COVID-19 pandemic, according to a McKinsey survey. But even though cyberattacks are spiking, cybersecurity providers often don’t have the visibility they need into the digital infrastructure to recognize when, where, or why there is a problem. • Millions of vacant jobs. More than three million cybersecurity jobs remained unfilled in 2021, and that massive shortage of talent is affecting both clients and providers. Although technologies like AI and machine learning are helping to analyze threats, those technologies are only a supplement to the essential work of security analysts. See the four challenges that remain unsolved for providers of cybersecurity services and suggestions for how to address them. — Edited by Belinda Yu Confront cyber challenges Was this forwarded to you? Sign up here. Or send us feedback — we’d love to hear from you. Follow our thinking This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:30 - 9 Mar 2022 -
Women in insurance: Leading voices on trends affecting insurers
the Daily read
Share this email
AN ARTICLE A DAY, PICKED BY OUR EDITORS
What trends matter for the insurance industry today—digital? Growth and new business building? Diversity, equity, and inclusion? As the industry searches for new value-creation levers, all of these (and more) will matter. For fresh perspective, we asked 20 experts in insurance to unpack these and other important dynamics, offering insight on new technologies, new services, and new customers. This International Women’s Day, don’t miss a new series of short takes from women in the industry on insurance’s path forward. — Sarah Skinner, digital editor, New York
Women in insurance: Leading voices on trends affecting insurers As part of our celebration of International Women’s Day 2022, female McKinsey partners offer insights into the latest in insurance: new technologies, new services, and new customers. Their expertise covers all relevant topics, functions, and lines of business. Browse the posts
Quote of the Day "It begins with having diverse voices in leadership positions. Nextdoor neighborhoods reflect the diversity of the world; if we’re going to build a product for them, then we need to look like them." —Sarah Friar, CEO of Nextdoor, in a new article about what resilience means to her
Chart of the Day 
See today's chart
Also New How to be an excellent CEO: Part 6 What if the world’s highest-performing CEOs held a master class to share the skills and practices that have driven their success over the years? Be your most effective
The McKinsey Crossword: International Women’s Day | No. 66 Sharpen your problem-solving skills the McKinsey way, with our weekly crossword. Each puzzle is created with the McKinsey audience in mind, and includes a subtle (and sometimes not-so-subtle) business theme for you to find. Answers that are directionally correct may not cut it if you’re looking for a quick win. Play now
Decarbonizing US gas utilities: The potential role of a clean-fuels system in the energy transition US natural gas utilities and combined electric and gas utilities have an opportunity to convert their infrastructure into clean-fuels networks—a move that could help enable a decarbonized energy system. Choose clean
Follow our thinking
Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too.
Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:53 - 8 Mar 2022 -
[Webinar] How to calculate global compensation for your remote team? 🏆
[Webinar] How to calculate global compensation for your remote team? 🏆
Hi MD,
In this special event, three of Remote's global compensation experts host a special event to share their experiences, insights, and tips on how to create a fair, comprehensive, and equitable compensation philosophy for your distributed team.
- Factors to consider when calculating compensation
- How to account for benefits in different countries
- Tips for benchmarking and performance reviews
- How to incorporate mandatory local benefits, like 13th month pay or home office allowances
The session will end with a live Q&A, so be sure to bring your questions!
What is it like for your employees when you use Remote?
You received this email because you are subscribed to Events communication from Remote Technology, Inc.
Update your email preferences to choose the types of emails you receive.
Unsubscribe from all future emailsRemote Technology, Inc.
Copyright © 2022 Remote Technology, Inc. All rights reserved.
18 Bartol St. #1163 San Francisco California
by "Remote" <hello@remote-comms.com> - 01:00 - 8 Mar 2022 -
Automate your e-commerce processes with Shopify and NetSuite [product demo]
Tray Email
Hi Md,
This week learn how to automate the entire order-to-cash process with Shopify and NetSuite with low-code automation in under 30 minutes. 🚀
Join automation expert Foster King on Thursday, March 10 at 10am PT / 1pm ET to learn how this is possible with low-code automation.
Sign up below or reply to this email and I'll add you to the registration list.
Plus, I'll send you a $25 lunch gift card if you join live.
Sander Buitelaar
HOST
Foster King
AUTOMATION EXPERT
© Tray.io Inc. 25 Stillman Street, San Francisco, CA 94107, United States
by "Sander Buitelaar, Tray.io" <sander@tray.io> - 11:16 - 8 Mar 2022 -
Join our webinar, “Accelerating Digital Transformation with Observability”
Hi there,
I’d like to invite you to our webinar, “Accelerating Digital Transformation with Observability,” on Wednesday, March 23 at 14:00 CET.
We will begin the session with a discussion about the challenges that organizations face during a cloud migration—from building a CCoE to adopting a strong DevOps culture. We will also examine how these organizations must adjust their monitoring strategies for their new cloud environments, and how this transformation can impact their growth, costs, and assumed risks.
This discussion will be followed by a product demo, where we will showcase how Datadog's unified monitoring platform can help teams accelerate their migration. The event will close with a live Q&A session.
We look forward to hosting you virtually!
Cheers,
Ali ShawTeam Lead, Sales Engineering
©2022 Datadog Inc, 620 8th Ave, 45th Floor, New York, NY 10018This email was sent to info@learn.odoo.com.
by "Ali Shaw" <events@datadoghq.com> - 04:02 - 8 Mar 2022 -
Welcome to New Relic, please verify your email!
Hello,
Welcome! We recently received a request to create an account. To verify that you made this request, we're sending this confirmation email.
Or you can copy/paste the following URL into your browser:
https://signup-processor.service.newrelic.com/v1/signups/5751de02-c457-4329-9e58-bd4d05a5a48e?verification_token=dad510b1a33455c67917d16dThank you!
Sincerely,
The New Relic Team
Log in to New Relic | Find us online:
New Relic Inc. — 188 Spear Street, Suite 1200, San Francisco, CA 94105
Copyright © 2008–2022 New Relic, Inc. All rights reserved. All trademarks, trade names, service marks and logos referenced herein belong to their respective companies.
by "New Relic" <noreply@newrelic.com> - 03:11 - 8 Mar 2022
